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Bibliography of Business Ethics and Business Moral Values

College of Business Administration, Creighton University (1988)

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  1. Negotiating as an Ethics Action (Praxis) Strategy.Richard P. Nielsen - 1989 - Journal of Business Ethics 8 (5):383 - 390.
    Ethical reasoning as an action (praxis) as opposed to a knowing (epistemology) strategy is not always effective in guilding ethical, stopping or turning around unethical organizational behavior. In contrast, nonviolent forcing strategies can be very effective, but also destructive. If reasoning is an idealistic thesis and forcing is its pragmatic, material antithesis, then do we need a synthesis action (praxis) strategy such as problem solving negotiating? There are also limitations with negotiating.
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  • Dialogic Leadership as Ethics Action (Praxis) Method.Richard P. Nielsen - 1990 - Journal of Business Ethics 9 (10):765 - 783.
    Dialogic leadership as ethics method respects, values, and works toward organizational objectives. However, in those situations where there may be conflicts and/or contradictions between what is ethical and what is in the material interest of individuals and/or the organization, the dialogic leader initiates discussion with others (peers, subordinates, superiors) about what is ethical with at least something of a prior ethics truth intention and not singularly a value neutral, constrained optimization of organizational objectives. Cases are considered where dialogic leadership: (1) (...)
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  • Limitations of Ethical Reasoning as an Action (Praxis) Strategy.Richard P. Nielsen - 1988 - Journal of Business Ethics 7 (10):725 - 733.
    For both philosophers and managers, reasoning with ourselves and others can be used both as (1) a way of knowing what is ethical and (2) a way of acting to help ourselves, others and organizations behave ethically. However, for many of us, knowing is frequently not the same as acting. Four areas are addressed: (1) thirteen limitations of ethical reasoning as an action strategy; (2) how a better understanding of these limitations can strengthen ethical reasoning as an action strategy; (3) (...)
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  • The Ends Justify the Means: The Ethical Reasoning of Environmental Public Interest Groups and Their Actions.Richard A. McGowan & John F. Mahon - 1995 - International Journal of Value-Based Management 8 (2):135-147.
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